In his latest book, Competing Against Luck: The Story of Innovation and Customer Choice, Christensen, with co-authors Taddy Hall, Karen Dillon, and David Duncan, tries to explain why some products are successful and so many are not. The difference is based on what he calls the “jobs to be done” theory.

Although all three of these organizations are different, they have one thing in common – they’ve created a magnetic culture through one simple employee engagement idea: give their team members meaning and a sense of purpose.